Knowledge Management “A set or organisational processes that create and transfer knowledge supporting the attainment of academic and organisational goals.” Townley

Knowledge Management The capabilities by which communities within an organisation capture the knowledge that is critical to them, constantly improve it and make it available in the most effective manner to people who need it, so they can exploit it creatively to add value as a normal part of their work.

Andrew Carnegie “The only irreplaceable capital an organisation possesses is the knowledge and ability of its people. The productivity of their capital depends on how effectively people share their experience with those that can use it.”

Lew Platt “If Hewlett-Packard know what Hewlett- Packard knows we would be three times more profitable.”

Drivers for Knowledge Management Globalisation Technological Advances Information explosion and knowledge

Tony Blair e-Summit November 2002 “The fundamental challenge is to create a knowledge-driven economy that serves our long- term goals of a first-class public service and economic prosperity for all. To do so we need to innovate. We need to use ideas and intelligence in new ways that create higher value added products and better quality services … and we must extend the opportunities of the information age to all.”

Barriers to Usability Content overload Connectivity Competence Collaboration

Reasons to Management Knowledge Greater opportunities for collaboration Easier access to relevant, authoritative information when and where it is needed Better access to expertise Earlier discovery leading to innovation and research Better learning experiences

Reasons to Management Knowledge (continued) Greater re-use of information and knowledge Greater focussing of resources on mission critical knowledge Competitive advantage

H G Wells Human history becomes more and more a race between education and catastrophe.

Carolyn Tuohy “A university has many communities and many souls, but only one driver, which is the love of knowledge.”

Knowledge Published information Websites Laboratory notebooks Filing cabinets Departmental collections Discs Archives Museums Pictures Sound recordings

Knowledge (continued) Manuscripts Theses Learning Objects Conference papers Reports Working papers Media Files Data

Managers of Knowledge and Information Collaborating to manage knowledge Working beyond traditional boundaries Librarians, academics, IT staff and learning technologists

Competence to make use of information To identify, access, evaluate, organise and communicate knowledge.

H G Wells ( Idea for a permanent World Encyclopaedia 1937) “Few people as yet, outside the world of expert librarians and museum curators and so forth, know how manageable well- ordered facts can be made, however multitudinous, and how swiftly and completely even the rarest visions and the most recondite matters can be recalled, once they have been put in a well-ordered scheme of reference and reproduction.”

[Knowledge] originates and is applied in the minds of the knowers. In organisations, it often becomes embedded not only in documents or repositories, but also in the organisational routines, processes, practices and norms. Davenport and Prusak, 1998

“When you consider knowledge management, it is at the heart of higher education organisations seeing our mission as service to society, educational opportunity and research.” A. Oosterlinck

Institutional and Individual Goals Changing roles Heterogeneous nature of students Discipline-based difference No “one size” Personalised Information from many sources

Questions to ask researchers? What are the key knowledge sources that are needed? In an ideal world what should the library provide? What barriers are encountered to access and use sources? Is the content, format and delivery meeting need? If the library did not pay, would the department still want it? Would you “own” less to “access” more?

Of Ourselves Have we tested the business case Total cost of ownership Big deal Duplication of any kind Print vs electronic, many accesses vs one E-Agenda Are we managing “free” information Personal versus general access approach

Our roles Branin 1.Collection development 2.Collection management 3.Knowledge management

As Knowledge Managers 1.recognising our role and potential in the knowledge management agenda and taking the opportunities that it provides 2.fostering collaboration to achieve improved outcomes make the best use of our resources and learn from best practice 3.Investing in people. Bringing people together in communities of practice to solve problems and be creative including re-imagining how we can add greater value to the information we manage using the skills of those around us wherever these can be found 4.ensuring that information is easily accessible and managed according to need and constantly reimagining how to unlock information that is created both internally and externally 5.ensuring that all of our limited investment is well justified by outcomes in research learning and teaching by taking a business approach to selection

4.making available the knowledge embedded in our own organisations by identifying and capturing the assets that already exist and providing access to this knowledge 5.ensuring that information is easily accessible and managed according to need and constantly reimagining how to unlock information that is created both internally and externally 6.ensuring that all of our limited investment is well justified by outcomes in research learning and teaching by taking a business approach to selection

7.assisting members of our universities to build reputation through alternative publishing models, thinking outside existing systems 8.ensuring that users have the skills to use information well throughout their professional and personal lives 9.identifying barriers to access and developing plans to overcome impediments to information and knowledge creation wherever they exist

10.becoming collaborators and supporters of knowledge management, recognising that this is what we do well and we have a significant role and responsibility for the knowledge management agenda in what we do now and what we can do in the future.